Coaching (individual, team and group)

Coaching is a goal and result oriented process whereby clients assume new cognitive and behavioural schemes allowing them to achieve their corporate and personal objectives more effectively while they also undergo change, learning and development. Like our master often used to say, our role is to provide clients with as many exercisable choices as possible.

Coaching opens up new opportunities while the coach and their partners work on multiple cognitive, emotional and behavioural levels.

Concordia has been involved in organisational development and executive training since 1984, and these activities have defined theunique features of Concordia Coaching:

Over the last thirty years Concordia has successfully implemented organisational development projects with various organisations of highly diverse nature. Our accumulated experience and system approach enables us to integrate coaching with HR systems as well as organisation-wide development processes.

We usually work with top level executives, giving us significant experience in the field of corporate management

Our coaches have extensive personal and professional experience arising from age, consultant work experience and formal education. This allows our partners to always work with the most suitable coach and is also a guarantee of successful coaching.

Related services

Coaching is often combined with organisational development which highlights the importance of system approach, of integrating coaching within the organisational development process.

As organisational development consultants we consider organisations capable of development if the basic triangle model of organisational goals applies to them. This model is the system approach starting point for our coaching activities. This approach argues that if organisations want to secure their long-term success and productivity they must never set just a single exclusive goal prioritised within the corporate hierarchy of objectives. Instead they must maintain a balance and gradually increase the quality of the following three fundamental requirements

a. satisfying the needs of consumers, users, clients,

b. satisfying the needs of employees and co-workers within theorganisation, and

c. meeting the condition for the organisation to operate in a profitable, economical and efficient way.

This model does not only apply to entire organisations, but also to departments or groupsas well as individuals.

The coaching basics of Concordia: The triangle model of organisational goals

In the course of a coaching process we consider just how much any individual can satisfy their own needs and meet the demands of their partners (work superiors and subordinates, clients, etc.) while they efficiently attend to their own tasks.

What is coaching good for?

Coaching can be helpful in situations such as:

preparing for new tasks (promotion, higher degree of responsibilities),

getting stuck (e.g. loss of performance, lack of motivation, etc),

enhanced stress, work place pressure

managing and processing change and crisis

preparation for challenges,

integration of lessons learnt at trainings,

when everything is alright but you still would like to know if you could do better, would like to receive feedback, etc.

Concordia range of coaching services

Individual coaching:

Executive coaching

Executive coaching as part of a complex organisational development process (no organisation can change without its people/executives changing first)

Various management coaching, coaching of future management

Coaching of key figures and young talents

Individual coaching is a series of one-on-one meetings between the coach and the coachee. The process aims to increase personal and workplace efficiency to enable managers and co-workers to develop and expand their activities, to become more productive.

Team coaching

The development of an entire team (top executives, an organisational unit, a project team etc.) working for shared goals within an organisation along the lines of internal operations, thoughts, emotions and behaviour. The focus of the coaching process is refined by analysing the fundamental characteristics of the specific team, which enables the development of the team’s operations using a vast but specialised set of team coaching tools.

Group coaching

Developing individuals in group settings, with contributions from group members and the coach, using various coaching and training methods. This is a cost effective alternative to individual coaching, useful for developing certain well defined competencies, of for internalising the lessons learnt at a training (project management, change management, newly appointed managers, etc.) Apart from theme-based groups there are often changing problems or individual issues that need to be addressed. In such cases session topics are determined by the participants who help resolve individual issues by giving feedback or suggestions (discussing management situations, how to manage “difficult people”, best practices within a given field of activity)

How a coach worksCoaches at Concordia are not uniform clones (or if they are, each “in a different way”). However there are methods and models we all like to use during our individual, team and group coaching sessions. These are:

Solution centeredness, brief coaching

Appreciative Inquiry (AI)

System approach

Borrowing from the inventory of organisational development and trainings:

Vision formation

Vision breakdown

Problem solving techniques

Facilitation methods

Presentation methods and techniques

Conflict management

Developing emotional intelligence

Chairing a Meeting

Time management principles and techniques

Stress management methods

Decision-making methods

Assertiveness

Ways of delegation

Performance management

Steps and components of change management

Active attention

Giving feedback

Ways of asking

Force field analysis

Tales and stories

Action planning

SWOT analysis, and so forth

And then there are methods that are specific to some of us, personal specialities, individual favourites picked during the countless training sessions, such as:

Recommendations

BÉRES PHARMACEUTICALS

"While expanding abroad, Béres Gyógyszergyár (Béres Pharmaceuticals) had to discover that cooperating with foreign cultures and management styles can bring up a vast array of unforeseen difficulties which can significantly hinder operation and management, but also the bilateral transfer of knowledge. We have learnt valuable lesson from Concordia’s corporate diagnosis. It unearthed problems which made it clear on both sides just where we needed to change, so that our common efforts yield positive results instead of tensions."